scottish fire and rescue service...learning and development framework not protectively marked...

NOT PROTECTIVELY MARKED

AuditRiskAssuranceCommittee/Report/ of 36 Version 3.0 30/05/2019 PIFUpdateAuditScotland(May 2018)

Report No: C/ARAC/26-19

Agenda Item: 15

Report to: AUDIT AND RISK ASSURANCE COMMITTEE

Meeting Date: 26 JUNE 2019

Report Title: PERFORMANCE IMPROVEMENT FORUM (PIF) UPDATE OUT-WITH PIF CYCLE - AUDIT SCOTLAND: THE SCOTTISH FIRE AND RESCUE SERVICE MAY 2019 ACTION PLAN

Report Classification:

For Noting

Board/Committee Meetings ONLY For Reports to be held in Private

Specify rationale below referring to Board Standing Order 9

A B C D E F G

1 Purpose

1.1

The purpose of this report is to provide the Audit and Risk Assurance Committee (ARAC) with an update on the action plan for the Audit Scotland: The Scottish Fire and Rescue Service (SFRS) May 2018 report.

2 Background

2.1 2.2 2.3

The Performance Improvement Forum (PIF) provides assurance to ARAC, the Corporate Assurance Board (CAB), Service Delivery Committee (SDC), and the SFRS Board that the Service has a structured and robust approach to performance improvement in respect of reports produced by Audit Scotland. The Service Improvement Team through the management of the PIF supports all Directorates across the SFRS to undertake the development of action plans to ensure we adequately address the recommendations made by Audit Scotland within each of their reports. Once an action plan has been accepted by ARAC, it is monitored and reviewed on a six monthly basis by the PIF and its membership to ensure it remains fit for purpose and continually seeks Best Value for SFRS.

3 Main Report/Detail

3.1 3.2 3.3 3.4

This report contains an update to the action plan that has been developed following the publication of Audit Scotland: The Scottish Fire and Rescue Service May 2018 report. This action plan comprises thirty six actions in total, fourteen actions are complete (blue), twenty are on track (green) and two are behind schedule and unlikely to be completed by the target date (red). PIF requests ARAC review and take note of the progress of this action plan (attached), which will hereafter be reported by PIF on a six monthly reporting cycle to ARAC via CAB. The attached action plan is part of the PIF Forward Work Plan and Schedule, with the next update due to be reported to ARAC in January 2020.

SCOTTISH FIRE AND RESCUE SERVICE

Audit and Risk Assurance Committee

https://www.firescotland.gov.uk/media/437120/sosmeetingsboardctteesv4.0.pdf



4 Recommendation

4.1

ARAC is asked to note the progress made on activities listed within this action plan which provides the current position for each action.

5 Key Strategic Implications

5.1 5.1.1

Financial There are no financial implications directly associated with this report.

5.2 5.2.1

Environmental & Sustainability There are no environmental & sustainability implications directly associated with this report.

5.3 5.3.1

Workforce There are no workforce implications directly associated with this report.

5.4 5.4.1

Health & Safety There are no health and safety implications directly associated with this report.

5.5 5.5.1

Training There are no training implications directly associated with this report.

5.6 5.6.1

Timing This action plan is updated and submitted to ARAC on a six monthly basis.

5.7 5.7.1

Performance This report is submitted to ARAC to request noting of this action plan for Audit Scotland: The Scottish Fire and Rescue Service May 2018. Future updates will be reported to ARAC as part of the PIF Forward Work Plan and Schedule.

5.8 5.8.1

Communications & Engagement There are no communications and engagement implications directly associated with this report.

5.9 5.9.1

Legal There are no legal implications directly associated with this report.

5.10 5.10.1

Information Governance DPIA completed No. If not applicable state reasons. There are no information governance implications directly associated with this report.

5.11 5.11.1

Risk Audit Scotland reports can identify additional risks for a Directorate Risk Register, or, if they are of sufficient strategic importance, the Strategic Risk Register.

5.12 5.12.1

Equalities EIA completed No. If not applicable state reasons. There are no equalities implications directly associated with this report.

6 Core Brief

6.1 Not applicable.



7 Appendices/Further Reading

7.1

Appendix A: Audit Scotland: The Scottish Fire and Rescue Service May 2018 – May 2019 Update Out-with PIF Cycle, Full Action Plan

Prepared by: Eleanor Craig, Service Improvement Manager, Strategic Planning and Performance

Sponsored by: Stuart Stevens, Deputy Assistant Chief Officer, Strategic Planning and Performance

Presented by: Mark McAteer, Director of Strategic Planning, Performance and Communications

Links to Strategy and Corporate Values

This report contributes to Strategic Priority 6: Transformation, and particularly to the strategic objective to ‘continue to explore how we maximise efficiency and productivity within our organisation and partnerships’.

Governance Route for Report Meeting Date Report Classification/ Comments

Corporate Assurance Board 19 June 2019 For Noting and Decision

Audit and Risk Assurance Committee 26 June 2019 For Noting



APPENDIX A

PIF Six Monthly Update Report: May 2019

The Audit and Risk Committee are asked to note PIF has provided an action summary table above and the complete action plan as previously requested by ARAC for review.

• Audit Scotland: The Scottish Fire and Rescue Service May 2018 – 6 monthly update

RAG Definitions:

Blue complete

Green achieved or on track for completion by target date

Amber approaching or behind schedule for completion by target date

Red behind schedule for completion by target date

ACTION PLAN

BL

UE

GR

EE

N

AM

BE

R

RE

D

Audit Scotland: The Scottish Fire and Rescue Service May 2018

14 20 0 2



Audit Scotland: The Scottish Fire and Rescue Service May 2018

Audit Scotland

Recommendation 1

The Scottish Fire and Rescue should increase its pace of reform and implement its plans for transforming into a more flexible,

modern service.

SFRS Current Position The SFRS has developed a dedicated Programme Office based on the findings of the lessons learned from the previous Service

Transformation [Fire Reform] Programme. This function has been created to assist with the development of support and governance

arrangements for both Service Transformation and business as usual projects, whilst also supporting with the management of risk and

realisation of benefits in line with the overall High Level Plan [Blueprint].

SFRS Proposed Action Deadline

for

Individual

Action

Lead

Officer for

Each

Action

Overall

Deadline

RAG Status

for

Performance

Against

Deadline

Evidence of

Performance

Where is the

Information Being

Reported if Out-

with the PIF

Lead Officer

for Overall

Performance

PIF Lead Cross

Cutting

Reference

1. Publish documentation, High Level Plan that provides a blueprint to support the delivery of the organisation's vision.

Jan 2019 Ian McMeekin

Mar 2019

Completed

Now that the transformation consultation analysis has been published the High Level Plan will be presented to the SFRS Board. 23.05.19. The Service Transformation High Level Plan was approved by the Board at its meeting on 31 January 2019.

Programme Office Board

Richard Whetton

Richard Whetton



2. Undertake an organisational P3M3 Assessment, and supporting actions, to understand and enhance the Service’s programme and project maturity levels.

Mar 2019 Ian McMeekin

Aug 2019

Green

An initial meeting with the Scottish Government’s Programme and Project Management Centre of Excellence has taken place for the purposes of seeking their assistance in this matter. A further meeting has been scheduled for 17 January 2019 to progress this. 23.05.19. A series of supporting questions have been devised for the assessment. The release of the questionnaire was delayed to coincide with an Internal Audit on the overall Programme.


Ian McMeekin

Richard Whetton



3. Embed Portfolio, Programme and Project management skills within the organisation's Leadership Pathway.

Sep 2018 Gillian Buchanan

March 2019

Complete

The Programme Office, working with Learning and Development colleagues, have embedded the Service’s P3M arrangements within existing Supervisory, Middle and Strategic Managers’ development pathways. Also being developed is a new bespoke in-house project management course, avoiding the need to send personnel on external development events.


Ian McMeekin

Ross Haggart

Learning and Development Framework



4. Revise the Programme Office Board governance arrangements to support the management of both Service Transformation and business as usual activities.

Sep 2019 Ian McMeekin

Dec 2019

Green

A series of meetings and workshops have been arranged with the Transformation and Major Projects Committee (TMPC) for early 2019 to progress. 23.05.19. A restructure of Programme Office Board governance arrangements is underway. The first phase of this process will result in revised Portfolio Office governance arrangements being established. This will be further supported by a review of Programme Office Board and TMPC activities.


Ian McMeekin

Richard Whetton



5. Develop a Programme Office Communications Strategy to communicate key updates and information to Executive Leads and Project Managers.

Mar 2019 Ian

McMeekin Jul 2019 Green

Monthly

meetings with

key internal

business

partners,

including

Corporate

Communication

colleagues,

have been

established.

Focus groups

have been

convened for

thematic issues

impacting on a

range of

Transformation

projects. The

Programme

Office is in the

process of

developing a

Change

Management

Strategy, with

support from

the

Improvement

Service.

23.05.19.

Programme

Office Board

Ian

McMeekin

Richard

Whetton



Audit Scotland

Recommendation 1a


modern service. In particular:

• Agree as soon as possible, revised terms and conditions for its uniform staff that reflect the changes to the role as planned, as part of the programme for transformation.

SFRS Current Position Collective agreement was reached on standardised terms and conditions for Uniformed staff in April 2018 following a period of negotiations

with the representative bodies and these revised terms have now been implemented in accordance with the terms of the agreement. Formal

proposals related to standardisation of RDS specific terms and conditions have been issued to the representative bodies and negotiations are

nearing conclusion; once collective agreement is reached, an implementation plan will be developed to support their introduction. These

standardised terms and conditions will be a platform to negotiations related to the wider transformation programme in relation to a revised

reward package and terms and conditions to reflect a broadened Firefighter role.


for

Individual

Action

Lead

Officer for

Each

Action

Overall

Deadline

RAG Status

for

Performance

Against

Deadline

Evidence of

Performance

Where is the

Information

Being Reported

if Out-with the

PIF

Lead Officer

for Overall

Performance

PIF Lead Cross

Cutting

Reference

1. Implement revised standardised terms and conditions for uniformed staff.

1st Jun 2018, 1st Oct 2018 and 1st Jan 2019 (phased implementation).

Rachael Scott

Jun 2019 Green

Collective agreement reached. Variations to contracts issued to affected staff. Implementation of the initial phases, were delivered on time with effect from 1st Jun 2018 and 1st Oct 2018 respectively. 20.05.19. Implementation of revised terms and supporting policies / procedures delivered on

Programme Office Board and TMPC. Staff Governance Board re implementation matters.

Fiona Munro Jason Sharp



time, with exception of revised Detached Duty zones which are anticipated to be introduced by end of Q1 19/20.

2. Complete the standardisation of RDS specific terms and conditions, including implementation.

Mar 2019 Ramona Coxall

October 2019

Green

Ongoing formal negotiations. Formal proposals due to be issued by end of Q3 with a view to reaching a collective agreement. 20.05.19. Formal proposals were issued to the rep bodies in Q4 18/19 and negotiations are nearing conclusion; with a view to reaching a collective agreement.

Quarterly to Remuneration, Appointments and Nominations Sub-Committee. Staff Governance Board once agreement reached re implementation matters.




3. Negotiate a revised reward package and terms and conditions which reflect a broadened Firefighter role.

Oct 2018 Ramona Coxall

Dec 2021 Green

Initial discussions re way forward following NJC outcome. National discussions continue. 20.05.19. NJC Employers offer was rejected. Chief Officer has written to the FBU Exec. Committee and is due to meet them on 20 May 2019 with a view to commencing negotiations in Scotland.

Programme Office Board and TMPC.




Audit Scotland

Recommendation 1b



• Ensure through comprehensive and up-to-date workforce planning that it has the right skills and capacity in place to deliver its programme of transformation effectively.

SFRS Current Position Workforce Planning arrangements are formally reviewed on a monthly basis and consider all Uniformed and Support staff. Regular

engagement with SDA Leads and Directorate personnel takes place to monitor any potential recruitment gaps and proactive recruitment is

put in place to manage this. Local Areas have the responsibility of managing the balance of competency across all community fire stations

and support is provided by HROD and Training to assist the correct balance is achieved both currently and also as the transformation

strategy positively impacts on station service delivery.


for

Individual

Action

Lead

Officer for

Each

Action

Overall

Deadline

RAG Status

for

Performance

Against

Deadline

Evidence of

Performance

Where is the

Information

Being Reported

if Out-with the

PIF

Lead Officer

for Overall

Performance

PIF Lead Cross

Cutting

Reference

1. Provide the appropriate number of Trainee Fire Fighters to meet the needs of the SDA retirals as identified in the workforce planning.

Nov 2018 (updated quarterly)

Jason Sharp

Apr 2019 Complete

20.05.19. Now BAU HROD have published a Workforce and Strategic Resourcing Plan for 2018-21 which lays out the ambition and processes to ensure the Target Operating Model is resourced. HROD are fully engaged with Service Transformation project leads on potential changes to the TOM through development of

Quarterly POD DMT Performance meeting




a Staffing Interdependency Working Group. A Workforce Analyst is now producing retirement and leaver forecasts to enable more accurate scheduling of recruitment campaigns.

2. Provide the appropriate national campaigns at CM – AM to meet the needs of the SDA retirals as identified in the workforce planning.

Nov 2018 (updated quarterly)

Jason Sharp

Apr 2019 Complete

Now BAU The Workforce and Strategic Resourcing Plan 2018-21 has now been published, this details how HROD will ensure campaigns are scheduled appropriately. A Workforce Analyst is now producing retirement forecasts to enable more accurate scheduling of recruitment campaigns.

Quarterly POD DMT Performance meeting




Audit Scotland

Recommendation 1c



• Agree a long-term strategy for asset management and a medium term asset management plan by December 2018 that reflects the aims of transformation.

SFRS Current Position The principles of the Long term Asset Management Strategy have been presented to the Asset Management Liaison Board. The finalised

Asset Management Strategy will be completed by December 2018.


for

Individual

Action

Lead

Officer for

Each

Action

Overall

Deadline

RAG Status

for

Performance

Against

Deadline

Evidence of

Performance

Where is the

Information

Being

Reported if

Out-with the

PIF

Lead Officer

for Overall

Performance

PIF Lead Cross

Cutting

Reference

1. Develop and gain approval for a corporate asset management strategy.

Mar 2019 Sarah O’Donnell

Jun 2019 Green

Work to develop the Corporate Asset Management Strategy has progressed but the strategy has yet to be approved. Work will be completed in line with the overall deadline date of March 2019. 27.05.19. The draft Asset Management Strategy has been presented to the Asset Management Liaison Board. A proposed report, seeking formal Board approval,

Asset Management Liaison Board.

Sarah O’Donnell

David Johnston

AOP T3



will be prepared for end June 2019.

2. Deliver planned capital investment in line with the approved programme.

Mar 2019 Sarah O’Donnell

Mar 2019 Complete

The delivery of the capital plan is on target subject to agreed adjustments. 27.05.19. The Service has gained approval for the 2019/20 capital budget and has delivered on planned capital investment for 2018/19 in line with the approved and amended programme of works.

Capital Monitoring Group

Sarah O’Donnell

David Johnston

AOP T3



Audit Scotland

Recommendation 2

The Scottish Fire and Rescue should ensure that well-developed performance management systems are effectively implemented

by October 2018, so that the board, strategic management and local management can access good quality information to

effectively drive progress towards its priorities and those set out in the SFRS Framework.

SFRS Current Position A cross-directorate working group was established to contribute to the development of a SFRS Performance Management Framework

(PMF). The PMF was agreed by the Board at a special meeting in February 2018. Some final enhancements were made to the

performance indicators selected to support the Framework. The working group will continue to ensure satisfactory progress is made in

relation to an agreed PMF Implementation Plan.

The Implementation Plan is formed around seven objectives (indicated as actions below). These aim to improve performance systems so

that we can identify and report performance information in a way which will lead to improved evidence-led decision making and supports

robust challenge and scrutiny against the Fire and Rescue Framework, and our Plans. Objectives will facilitate increased learning and

support identification of new, more innovative indicators which will provide increased knowledge of how we are improving against both

organisation and community outcomes. A specific objective relates to the procurement and implementation of a Performance Management

System. A User Intelligence Group has been established and a draft outline specification has been prepared to ensure a system is

procured which is fit for purpose and will support enhanced performance management.

In addition, strengthening Performance Management arrangements has been identified as an action within the Annual Operating Plan

(AOP) 2018/19. The milestones identified against the action within the AOP relate to the objectives of the PMF Implementation Plan.

Progress of this will be scrutinised by the PIF, SLT and the Board.

SFRS Proposed

Action

Deadline

for

Individual

Action

Lead

Officer for

Each

Action

Overall

Deadline

RAG Status

for

Performance

Against

Deadline

Evidence of

Performance

Where is the

Information

Being Reported

if Out-with the

PIF

Lead

Officer for

Overall

Performanc

e

PIF Lead Cross

Cutting

Reference

1. Communicate the expectations of the PMF.

Jun 2018 Alison Hastings

Mar 2019 Complete

The finalised PMF document has been published on the website and iHub.

PMF Board SMT SLT Board

Mark McAteer

Alison Hastings

AOP GSR2



2. Identify an appropriate suite of performance measures to support challenge and evidence led decision making at multiple levels.

Dec 2018 Alison Hastings / Stuart Ross

Mar 2019 Complete

Revisions to the PMF indicator list, including additional targets, has been finalised and the data catalogue updated. A process has been agreed to review the indicators on an annual basis. A change point process, which identifies changes in trends, has been developed and implemented. Initial benchmark work has been carried out and published on Tableau.


Mark McAteer

Alison Hastings

AOP GSR2



3. Identify an appropriate suite of local performance measures to support local challenge and evidence continuous improvement.

Dec 2018 Alison Hastings / Jim Scott

Mar 2020 Green

Automated standardised Service Delivery Area Performance Reports are being developed. Further work will be done to explore a common set of local indicators and targets. The first meeting of a LSO Performance Group took place in Nov 2018 and will meet on a 6-monthly basis. 17/05/2019 – No further progress has been made on this action as it will now be superseded with the implementation of a new Performance Management System (PMS). In addition, the review and revision of Local Plans, to take place from October 2019, is


Mark McAteer

Alison Hastings

AOP GSR4



also likely to have a strong influence on how these indicators are developed. It is recommended for the end date to be extended to March 2020 to allow for progress in these projects.

4. Develop effective performance reporting so that performance information is communicated and used throughout the organisation.

Dec 2018 Alison Hastings / Stuart Ross

Mar 2020 Green

The Board and Service Delivery Committee received Quarter 1 and 2 reports using the newly agreed indicator list. Further work on this action will now be dependent on the implementation of a Performance Management System. 17/05/2019 – Work to improve corporate and SDA reporting has been progressed. However as effective reporting will be a key


Mark McAteer

Alison Hastings

AOP GSR4



component of the delivery of the PMS project it is recommended that the timeline for this action is extended to March 2020.

5. Develop Training and Development Programmes to build knowledge and understanding of performance management.

Dec 2018 Alison Hastings

Mar 2020 Green

Limited progress has been made on this action at this time. Attention has been focused on the procurement of a system. 17/05/2019 –Training and development programmes will be developed to support the implementation of the new PMS. It is recommended that this action is also extended to March 2020.


Mark McAteer

Alison Hastings

AOP GSR4

6. Procure and implement a performance management system to support delivery of the PMF. Mar 2019

Alison Hastings

Mar 2020 Green

Good progress is being made to procure a system. Three vendors have been shortlisted and demos arranged. Contract award is expected early in the new


Mark McAteer

Alison Hastings

AOP GSR4



year and implementation by Apr 2019 (subject to vendor). 17/05/2019 – Procurement was concluded 31/01/2019 and system installation completed. However, there remain on-going issues with accessing the system. These continue to be progressed as a priority to allow the system to be built to SFRS requirements and implemented over the course of the year.

7. Develop performance indicators with partners so SFRS contribution to joint outcome improvement can be measured.

Mar 2019 Mark McAteer

Mar 2020 Green

The overarching National Reform Outcomes Evidence and Performance Board will now be taking this work forward. Progress will now therefore be dependent on this group. 17/05/2019 - The Community


Mark McAteer

Alison Hastings



Planning Improvement Board (renamed from the Evidence, Outcomes and Performance Board) is in the process of developing its work plan for 2019/20. Ongoing work on Performance Indicators for partnerships in support of good governance remains a priority for the group. It Is recommended that this action is also extended to March 2020 to allow for ongoing developments across the CPP networks.



Audit Scotland

Recommendation 3

The Scottish Fire and Rescue should with its national partners and the support of the Scottish Government, establish and begin

implementing plans by December 2018 to progress the Reform Collaboration Group’s (RCG) Strategy and vision for partnership

working.

SFRS Current Position The collaboration strategy has been endorsed by the SFRS Board, Ambulance Service Board, and Police Scotland Management Board

and is scheduled to go to the SPA for endorsement. A workshop is scheduled for 13th Aug to develop the delivery plan and resources are

being put in place by all 3 services to create a programme team to support delivery.


for

Individual

Action

Lead Officer

for Each

Action

Overall

Deadline

RAG Status

for

Performance

Against

Deadline

Evidence of

Performance

Where is the

Information

Being Reported

if Out-with the

PIF

Lead Officer

for Overall

Performance

PIF Lead Cross

Cutting

Referenc

e

1. Workshop scheduled to develop the delivery plan on 13.08.2018.

Aug 2018 Mark McAteer

Dec 2018 Complete

Collaboration Strategy

Externally SFRS Board Mark

McAteer Eleanor Craig

2. A recruitment plan is underway to resource this priority area.

Dec 2018 Mark McAteer

Dec 2018 Complete

SFRS Collaboration Officer now in post.

Mark McAteer

Mark McAteer

3. Implement performance reporting arrangements to ensure SFRS Board have an oversight of RCG progress against Collaboration Strategy Delivery Plan

Dec 2018 Mark McAteer

On-going Green

SFRS Board

Bridget Spence

Mark McAteer



Audit Scotland

Recommendation 4

The Scottish Fire and Rescue should progress its plans to develop and implement a framework for monitoring, evaluating and

reporting the impact of community safety activity by December 2018.

SFRS Current Position A draft Community Safety Engagement (CSE) Planning and Evaluation policy and procedure has been developed. Two CSE initiatives have

been identified to pilot the procedure and work has commenced with the initiative leads. The findings of these pilots will be used to further

develop the procedure. Links have been established with the NFCC evaluation sub group and with the Scottish Community Safety Network

evaluation sub group to review evaluation methods in other organisations and gain critical appraisal of the SFRS proposal. Q2 will see the

draft proposal presented within the P&P DMT and developed from this point.

SFRS Proposed Action Deadline for Individual Action

Lead Officer for Each Action

Overall Deadline

RAG Status for Performance Against Deadline

Evidence of Performance

Where is the Information Being Reported if Out-with the PIF

Lead Officer for Overall Performance

PIF Lead Cross Cutting Reference

1. Develop draft Planning and Evaluation policy and procedure.

Sep 2018 Stephen Wood

Mar 2019 Complete

Draft documentation complete and provided to SPPC for info. Update provided to P&P DMT and SDC. Final revision underway prior to releasing for consultation in early 2019

P&P AOP

John Miller Stuart Stevens

2. Run Pilot initiatives and seek internal and external comment.

Oct 2018 Stephen Wood

Mar 2019 Complete

Pilot projects identified in each SDA. External evaluation consultant engaged and liaison with the Consultation, Research and Evaluation working group is ongoing.

P&P AOP

John Miller Stuart Stevens



3. Finalise Policy and Procedure for consultation.

Nov 2018 Stephen Wood

Mar 2019 Complete

Due for completion in early 2019. Timetable of liaison meetings has not aligned with PIF Deadline. SLT approved on 23rd April 2019.

P&P AOP

Ally Perry Stephen Wood

4. Identify appropriate governance route.

Dec 2018 Stephen Wood

Mar 2019 Complete

Paper has been submitted to P&P DMT and Service Delivery Committee. Approved by SLT 23rd April 2019.

P&P AOP


5. Finalise Policy and Procedure prior to implementation.

Jan 2019 Stephen Wood

Mar 2019 Complete

Follows point 3. Due for completion in early 2019. Timetable of liaison meetings has not aligned with PIF Deadline. Consultation comments noted and final draft complete.

P&P AOP


6. Identify training needs and develop implementation plan including go live date.

Feb 2019 Stephen Wood

Mar 2019 Red

Implementation plan in development and will adapt based on user feedback. Soft launch completed following pilot projects with final go live to be confirmed

P&P AOP




7. Implement policy and procedure.

Mar 2019 Stephen Wood

Mar 2019 Red

Work Ongoing. Implementation date TBC as tied into wider CSE reporting review.

P&P AOP




Audit Scotland

Recommendation 5

The Scottish Fire and Rescue should include Equality Impact Assessments with papers to inform board decisions and set out in

its workforce planning how it plans to eliminate the gender pay gap.

SFRS Current Position Equality Impact Assessments are currently completed by policy owners. By following the Briefing Notes issued to the Board and Strategic

Leadership Team EIAs are subject to scrutiny at the policy decision making stage. EIAs are published internally to SFRS on iHub and

externally on the SFRS website. There is scope for improvement in the overall EIA process and its application.

The Balancing the Workforce Profile action plan which incorporates the Positive Action Review action plan and the Gender - Equal Pay

action plan has been agreed and included within the Workforce Plan. From this there are a number of objectives and planned actions

identified to assist in reducing the gender pay gap.


for

Individual

Action

Lead Officer

for Each

Action

Overall

Deadline

RAG Status

for

Performance

Against

Deadline

Evidence of

Performance

Where is the

Information

Being Reported if

Out-with the PIF

Lead Officer

for Overall

Performanc

e

PIF Lead Cross

Cutting

Referenc

e

1. Re-launch Equality Impact Assessment Process on iHub.

Nov 2018 Elaine Gerrard Nov 2019 Green

This action is to have a revised completion date of Oct 2019. Following the Equality & Diversity Review it was agreed by Strategic Leadership Team that the Equality Impact Assessment process should be revised and re-launched to accommodate the findings of the review. A combination of the decision to conduct the

No formal reporting out-with PIF. The revised Equality Impact Assessment process will be approved by Strategic Leadership Team and completion reported to Strategic Leadership Team.

Mark McAteer

Elaine Gerrard



E&D review as well as resourcing issues within the E&D Team contributed to the delayed deadline.

2. Evaluate completion rates of Equality Impact Assessments within Board decision making processes.

Jun 2019 Elaine Gerrard Dec 2019 Green

Report to Corporate Assurance Board on completion rates. An Equality Impact Assessment is required for papers being sent to Board or its committees for decision; for reports for noting no Equality Impact Assessment is required. This action is aligned to the outcomes of the Equality & Diversity Review and the establishment in 2019 of the Equality Partnership Group which will report to Corporate Assurance Bd.

No formal reporting out-with PIF at this time. Subject to review on any revisions to Board/ Strategic Leadership Team governance arrangements.

Mark McAteer

Elaine Gerrard



3a. Maximise attraction

from under-

represented groups

for all SFRS

vacancies.

Mar 2020 Sarah Larios Mar 2020 Green

Balancing the workforce profile action plan Jan 18, work progressing against this. Youth Employment Strategy Mar 18, work progressing against this – FF Modern Apprenticeship Approved. 20.05.19. Work is progressing against the Balancing the workforce profile action plan. As part of this a Positive Action Strategy is being developed to maximise attraction and retention of a more diverse workforce.

HROD Staff Governance Groups


3b. Improve access

to/support career

development for

underrepresented

groups.

Mar 2020 Sarah Larios/ Lorna Harrison

Mar 2020 Green

Balancing the workforce profile action plan Jan 18, work ongoing. Youth Employment Strategy Mar





18, work ongoing. 20.05.19. Work to improve access to/support career development for under-represented groups is ongoing and aligns with the SFRS Youth Employment Strategy. This includes, introduction of Modern Apprenticeship (MA) scheme to Firefighter role. Further work 2019-20 is planned to widen MA opportunities across Support Staff roles. SFRS are piloting a Career Ready scheme, in association with UK charity, offering mentoring and paid work experience placements for S5/6 students.



A pilot corporate parenting initiative is underway to encourage/ support SFRS employees to mentor care experienced young people. SFRS accreditation Carer Positive scheme May ‘19. Action plan to support rollout and promote scheme scheduled for Carers week June 2019. The Positive Action Strategy will focus on a number of key areas to address underrepresentation in both uniform and support staff roles. These areas include improving the attraction and recruitment of underrepresented groups; ensuring a positive working



environment which supports the needs of a diverse workforce; support for career progression and personal development and ensuring the quality and accuracy of workforce data.

3c.Develop and

implement fair and

equitable Pay and

Reward strategies.

Mar 2020 Sarah Larios / Ramona Coxall

Mar 2020 Green

Equal Pay/Gender Pay Gap Report due Apr 2019. 20.05.19. Report published April 2019. The report outlines the next steps SFRS will take to further decrease the gender pay gap and occupational segregation. These include: ongoing focus on Positive Action; policy and procedures to support equitable pay progression; support for women for





career progression and improved data collection. Scoping is also taking place to develop a Reward and Recognition Framework which goes some way to address comments within the Staff Survey. In addition, an exercise will be carried out that considers how the Support Staff Salaries are supporting the attraction and retention of staff. This will include the collation of updated salary benchmark data.



3d.Review and develop

supportive

Employment Policies

and Procedures.

Mar 2020 Karen Lewis Mar 2020 Green

Development of a suite of policies and procedures and associated reviews is ongoing. 20.05.19. The HROD Policy Forward Planning Schedule has been updated and is now embedded within Service wide QMS standards, with a focus on ensuring priority policies are delivered and reviewed within agreed timescales.



3e.Improve Equality

Data Gathering and

monitoring

processes.

Mar 2020 Sarah Larios Mar 2020 Green

Request for employees to input personal data on ESS iTrent May/July 2018. 20.05.19. Regularly communications are issued for staff to update their details through the Employee Self





Service. The Outlook Welcome email issued to New Entrants was updated to request they input their details on appointment. Further work will be done to encourage staff to complete personal information on iTrent ESS and completion rates will continue be monitored.

Key for RAG status for overall performance against deadline Red (behind schedule for completion by target date) Amber (approaching or behind schedule to completion by target date) Green (achieved or on track for completion by target date) Blue (complete)

scottish fire and rescue service...learning and development framework not protectively marked...

Documents